More from the Author

• Teaching Plan | HBS Case Collection | July 2020

  Girls Who Code

  Brian Trelstad and Amy Klopfenstein

  This teaching plan serves as a supplement to the case “Girls Who Code.” Founded 2012 by former lawyer Reshma Saujani, Girls Who Code (GWC) offered coding education programs to middle- and high school-aged girls. The organization also sought to alter cultural stereotypes surrounding women in tech through books, advertisements, and social media campaigns. Saujani remained active in promoting her organization’s message through a TED Talk, a best-selling book, and frequent media appearances and interviews. By 2019, GWC had served approximately 185,000 girls, expanded its programs to all 50 U.S. states, and reached hundreds of millions of individuals through its advertising and media campaigns. However, the tech gender gap was still significant. Saujani claimed that the organization was on track to close the gender gap among entry level tech roles by 2027. The conclusion of the case asks students to consider whether GWC is likely to meet this goal, and whether the organization should consider new initiatives to increase its impact.

  Keywords: Communication; Communication Strategy; Spoken Communication; Interpersonal Communication; Demographics; Age; Gender; Education; Curriculum and Courses; Learning; Middle School Education; Secondary Education; Leadership Style; Leadership; Social Enterprise; Nonprofit Organizations; Social Psychology; Attitudes; Behavior; Cognition and Thinking; Prejudice and Bias; Power and Influence; Identity; Social and Collaborative Networks; Motivation and Incentives; Society; Civil Society or Community; Culture; Public Opinion; Social Issues; Technology; Software; Education Industry; Technology Industry; North and Central America; United States;

  Citation:

  Trelstad, Brian, and Amy Klopfenstein. "Girls Who Code." Harvard Business School Teaching Plan 321-010, July 2020.  View Details

  CiteView DetailsPurchase

  Related

• Supplement | HBS Case Collection | July 2020

  The New LAX: Ready for Takeoff? Video Supplement

  Boris Groysberg, Annelena Lobb and Michael Norris

  Citation:

  Groysberg, Boris, Annelena Lobb, and Michael Norris. "The New LAX: Ready for Takeoff? Video Supplement." Harvard Business School Multimedia/Video Supplement 420-719, July 2020.  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | July 2020

  Pricing at Netflix

  Elie Ofek, Marco Bertini, Oded Koenigsberg and Amy Klopfenstein

  Since its launch in 1998 as “the Amazon.com of DVDs,” Netflix had evolved from a DVD rental company to a video streaming platform and producer of original films and television shows. As the company matured, it regularly increased prices and adjusted its product offerings while continuing to add new subscribers. However, between late 2019 and mid-2020, competition within the streaming industry intensified with the launch of new entrants such as Disney+, Apple TV+, and HBO Max, jeopardizing Netflix’s position as the industry leader. In spite of the heightened competition in the streaming industry, some analysts and customer willingness-to-pay surveys suggested that Netflix had the opportunity to implement another rate hike in the near future. By May 2020, Netflix must decide whether to increase prices again, or whether it should consider a different pricing model altogether.

  Keywords: Marketing; Marketing Strategy; Entertainment; Film Entertainment; Television Entertainment; Finance; Strategy; Competition; Competitive Strategy; Business Strategy; Adaptation; Technology; Internet; Online Technology; Technology Platform; Customers; Customer Satisfaction; Customer Value and Value Chain; Entertainment and Recreation Industry; North and Central America; United States;

  Citation:

  Ofek, Elie, Marco Bertini, Oded Koenigsberg, and Amy Klopfenstein. "Pricing at Netflix." Harvard Business School Case 521-004, July 2020.  View Details

  CiteView DetailsEducators

  Related